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If one could only select a single adjective to describe the automotive industry, the most apt descriptor would likely be: complex. Here in automotive, market segments are large and diverse--from passenger and light vehicles to heavy trucks and equipment. Industry value nets are comprised of an intricate web of suppliers, automakers and retail dealerships. Not to mention that automotive is a global game--with design, manufacturing and distribution occurring on virtually every continent.

And doing business in automotive has only become more complicated over time. Intense competition for market share generated a frenzy of mergers and acquisitions that frequently left larger companies with complex--if not unwieldy--organizations and infrastructures. Outdated forecasting practices coupled with inflexible manufacturing facilities and fast-changing business dynamics have resulted in substantial overcapacity and complicated inventory management practices that have sliced margins. To top things off, the innovation race has multiplied the technological complexity of vehicles and the processes used to produce and service them, thereby increasing time-to-market, lifecycle costs and the potential for quality problems. This can lead to safety issues and contribute to rising governmental regulation, which adds yet more time, cost and (no surprise here) complexity

To keep business opportunities from getting mired in all of this complexity, auto companies need a different approach--one that allows them to cost-effectively produce the innovation demanded by customers, team with partners to drive down development time and costs and enter new markets when and where appropriate.

Counteracting increased complexity requires business processes that are fully integrated--end-to-end across the company and with key partners, suppliers and customers--so that auto companies can respond with flexibility and speed to any customer demand, market opportunity or external threat.

# posted by Medical Information : 1:00 AM